Professional Documents
Culture Documents
assignment 1
Assignment Cover Sheet
StudentName:JackPoole
StudentNumber:833504
SubjectNumber:MGMT10002
SubjectName:PrinciplesofManagement
TutorialDayandtime:Monday3:15
Assignmentnumber:1
WordCount:1008
IMPORTANT:
Make and keep a copy of all assignments before submitting them for assessment;
Marked essays will be returned in seminars unless your lecturer makes other arrangements.
PLAGIARISM:
Plagiarism is the presentation by a student of an assignment which has in fact been copied in whole or in part from another
students work, or from any other source (e.g. published books or periodicals or web sites), without due acknowledgment in
the text. It includes self-plagiarism, where work previously presented for assessment in another or the same subject is
submitted again without appropriate acknowledgement.
COLLUSION:
Collusion is the presentation by a student of an assignment as his or her own which is in fact the
result in whole or in part of unauthorised collaboration with another person or persons.
CONSEQUENCES
OF
PLAGIARISM
AND
COLLUSION:
In any case in which a student has been involved in plagiarism or collusion, this shall be reported to
the Head of School. If the finding is proven, a zero might be returned for that task or a fail for that
subject.
For
more
information
on
plagiarism
and
collusion
please
refer
to
http://academichonesty.unimelb.edu.au/
DECLARATION
I declare that this assignment is my own work and does not involve plagiarism or collusion.
Principles of Management:
assignment 1
In todays hyper competitive fast paced markets, innovation has
become as crucial to success as human resource management. If
innovation is so fundamental for maintaining a competitive advantage,
how can managers effectively and efficiently facilitate and properly
manage innovation? This problem has become increasingly important over
the last decade. Adam Grants article How to build a culture of
originality from the Harvard Business review (2016), explores how culture
effects innovative outcomes and the need for a culture of non-conformity
for successful ideation and innovation. Managers need to be constantly
thinking about how to add value to existing ideas and finding new
directions in such a volatile fast moving marketplace.
Principles of Management:
assignment 1
empowered workforce is crucial. The U.S Navy has been called the place
where originality goes to die by Grant. Grant studied how one young
aviator (Ben Kohlmann) tweaked the culture of the Navy, and sparked a
transformation from the definition of top down no questions asked
bureaucracy to an organisation that is now at the absolute forefront of
military technology and innovation. Kohlmann initiated a culture of asking
questions about what they were doing and the constructive challenging of
authority. Verganiti (2016) insists it is constructive criticism or questioning
of authority that is the engine of innovation. A managers job isnt just in
cultivating this innovation stimulating culture, it largely balancing this
culture of dissent with cohesion.
Management style and corporate culture both tie in strongly with how
successful an organisation is at innovating. Having a culture of non-conformity
and balancing that inherent chaos with structure is a huge part of effective
Principles of Management:
assignment 1
By Jack Poole
Article of Choice:
https://hbr.org/2016/03/how-to-build-a-culture-of-originality
References
De Massis, A., Di Minin, A., & Frattini, F. (2015). Family-Driven Innovation: Resolving the
Paradox in Family Firms. California Management Review, 58(1), 5-19.
http://dx.doi.org/10.1525/cmr.2015.58.1.5
Grant, A. (2016). How to build a culture of originality. Harvard Business Review, 94(2016).
http://dx.doi.org/0017-8012
Sull, D. (2015). The simple rules of disciplined innovation. Mckinsey Quartarley, 3(3), 8697. http://dx.doi.org/0047-5394
Verganti, R. (2016). The innovative power of criticism. Harvard Business Review, 94(2016).
Retrieved from https://hbr.org/2016/01/the-innovative-power-of-criticism